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megaproject management
Project Management For Business Engineering And Technology Principles And Practice 3rd Edition John M Nicholas, Herman Steyn - Solutions
How does the project manager integrate functional areas?
Is there a project office? Is there an office of projects, PMO, or program office?In each case: (a) Describe the physical office and how it is used; (b) describe the members of the project, PMO, or program office staff—representatives, specialists, and so forth. What is the purpose of the project
Critique the project design. Is it appropriate for the project goal, the parent organization, and the environment?
How was the project structure developed? Did it “ evolve ” during the project?Who designs or has influence on the project structure? What role did the project manager have in its design? Is the design similar to those used in other, similar projects in the organization?
What kind of form is used in your project? Show the chart of the project organization;indicate the key roles and the authority and communication links between them.
How does your project fit into the overall organization chart of the parent organization?
In your project, how is the parent organization organized—for example, functionally?Geographically? Show the organization chart, its overall breakdown, and relationships.
What do you think are some of the major difficulties in changing from a traditional nonintegrated development approach to a concurrent design approach?
What parties should or might be included in a concurrent engineering team?What are the contributions of each? How does their inclusion in the team improve(a) the systems development process and (b) the resulting, final product?
One form of an integration contractor is the wedding consultant; another is the consultant who organizes high school reunions. For each of these• List the various groups, organizations, and individual parties that are involved and must be integrated.• Describe the relationship among these
Describe the role of the prime contractor and integration contractor in large projects.
What is meant by the informal organization? Give some examples. How does it help or hinder the formal organization? How can its beneficial aspects be influenced by the project manager?
What is the project office? Describe its purpose. Who is in the project office?How should members be selected for the project office?
Give some examples of organizations where each of these project forms has been used.
Describe the applications, advantages, and disadvantages for each of the following:• Project task force• Project team• Pure project and project center• Matrix
Describe the responsibility and authority for each of the following:• Project expeditor• Project coordinator• Project leader in a pure project• Project leader in a matrix
What distinguishes project forms from other forms of organization?
What are the advantages of functional organizations? What are the disadvantages?
List the various forms of integration. Give examples of each. Which of these are lateral forms of integration?
What are the five traditional forms of differentiation? List some companies that presently use each.
What do the terms “ differentiation ” and “ integration ” mean?
Does the contractor remain involved with the customer and end-item through an extended agreement?
What happened to the project team when the project was completed?
Was there a review of the product or project output after it was installed? When?By whom? What did they find? Did the client request the review or was it standard procedure?
Describe the project summary review (prepared at the end of the project). Who prepared it? Who was it sent to and how was it used? Where is it now? Show an example (or portion of one).
Did any follow-up projects grow out of the project being investigated?
How was the contract closed out? Were there any side items or negotiated adjustments to the contract?
If the end-item is a building or other “ constructed ” item, how was it turned over to the user? Describe the testing, acceptance, training, and authorization process.
How was the project terminated? Describe the activities of the project manager during the final stage of the project and the steps taken to close it out.
Did the project manager encourage open, informal communication? If so, in what way? If not, why not?
What are the strong and weak points of the PMIS? Does the system adequately satisfy the information requirements needed to plan and control the project? Is a web-based system used? Are inadequacies in the system the fault of the software, or of the manual support system that provides inputs and
Describe the PMIS used in the project you are studying. Was it the same one used for cost-accounting (PCAS) and project scheduling? Does it combine scheduling, budgeting, authorization, and control, or were several different systems used? If several systems were used, how were they integrated?
Describe the kinds of project reports sent to top management and the customer.Who issued these reports? What kinds of reports were sent to project and functional managers? Who issued them?
Was there a project meeting room? How often and in what ways was it used?
How was follow-up ensured on decisions made during review meetings?
When and for what reason were special reviews held?
How often and what kinds of review meetings were held in the project? Why were they held? Who attended them?
Describe what happens during the operation phase? What is the role of the systems development organization (contractor) in this phase?
What are the differences between the two kinds of reviews in project summary evaluation: the post-completion project or postmortem review and the postinstallation system review? Describe each of these reviews.
What is a project extension and how do project extensions originate? How is a project extension managed?
What is a punch list?
What kinds of negotiated adjustments are made to the contract, postacceptance?Why would a user or contractor want to specify the terms of a contract after the project is completed?
What are side items? Give examples not used in this book. How can they delay project completion?
What is the role of the project manager and contract administrator in receiving customer acceptance of the work and final payment?
What is involved in planning and scheduling the project termination?
What are the reasons for project termination? How can termination for reasons other than achievement of project goals be avoided?
Describe the different strategies for installing or converting to the new system.
How is the project end-item tested and checked out for approval?
Discuss user training and why it is sometimes included in the implementation stage.
How is a system implemented? Describe the important considerations for turning the system over to the user.
Discuss the uses of the PMIS throughout the phases of the project life cycle.
Discuss the applications and benefits of web-based project management.
What is the role of the PMIS in project management?
When and what kind of reports are sent to the customer? Why is reporting to customers so important?
What reports are sent to functional managers?
What reports should the project manager receive? How does the project manager use these reports?
What should be included in summary status reports to top management? What should be included in comparative summary reports?
What is a formal critical review? When is a formal review held and what does it look at? Why do outsiders conduct it? Why would a customer or project supporter want a formal review?
What is an action plan? What must it include?
What is the purpose of internal peer reviews? When are they held? Who participates?
What are the advantages and disadvantages of the following sources of information:(a) charts and tables, (b) oral and written reports, (c) first-hand evaluation?
Why is it better to rely on a variety of information sources for evaluation than just a few? Give some examples of how several sources are used in project evaluation.
Describe the difference between formative evaluation and summary evaluation in project management.
What changes to the product or project goal occurred during the project?Describe the change control process used in the project. How were changes to the project plan and systems specifications reviewed, authorized, and communicated?Show examples of change request and authorization documents.
When cost, schedule, or performance problems occurred, what action did the project manager take? Give examples of problems and what the project manager did.
Were variance limits established for project cost and performance? What were they? How were they applied?
Were forecasting “ to complete ” and “ at completion ” used? If so, how and by whom?
How were problems pinpointed and tracked?
How was project performance monitored? What performance and variance measures were used? Who did it? How often?
Was the concept of earned value used?
Describe the project control process:• How was work authorized to begin? Describe examples of work authorization orders.• How was data collected to monitor work? Explain the methods and procedures(time cards, invoices, etc.).• How was the data tallied and summarized?• How was the data
What kinds of internal control measures were used? (For instance, work package control, cost-account control, etc.) Describe.
What kinds of external controls, if any, were imposed by the client on the project?
For the following questions refer to Figure 11-21 .As of week 5, for the project:(a) What is the planned value (PV)?(b) What is the earned value of the work completed (EV)?(c) What is actual cost of the project (AC)?(d) What is the value of work remaining?(e) What is the CPI?(f) What is estimated
What is the revised early completion date for the project?
Refer back to Problem 26, Figure 11-19 .(a) For network (a), suppose after 7 weeks, activities A, B, and E have been completed, D is 50 percent completed, and C is 80 percent completed. What is the revised early completion date for the project?(b) For network (b), suppose after 25 weeks, activities
Refer back to Problem 27.Assume the $590,000 indicated for week 22 is the most likely EV. Given a BAC of $990,000, this represents 59.6 percent of the project completed. Suppose an expert assesses the LOGON project at that time using various measures and concludes that LOGON is between 50 percent
The actual start dates for tasks A and B are August 2 and August 1, respectively. At the end of August 4, Task A is assessed to be 20 percent completed and Task B, 30 percent completed. What is the expected early start time for Task C?
Assume for the following problems that work continues during weekends.(a) A task is planned to start on April 30 and takes 20 days to complete. The actual start date is May 3.After 4 days of work the supervisor estimates that the task is 25 percent completed. If the work rate stays the same, what
Using the status chart in Figure 11-20 :(a) Estimate SV, CV, and TV, and compute SPI and CPI for week 30.Interpret the results.(b) Compute ETC and EAC. Estimate the revised completion date and sketch the lines for forecast AC and forecast EV.
For a particular work package, as of April 30 the budgeted cost is $18,000. The supervisor determines that only 80 percent of the scheduled work has been completed and the actual expense is $19,000. What is the BCWP? Compute SV, CV, SPI, and CPI for the work package.
In the LOGON project suppose the status of the project as of week 22 is as follows(note usage of the longer acronyms; some project management software use these and not the shorter acronyms PV, AC, and EV).BCWS $628,000 ACWP $640,000 BCWP $590,000
Use the networks in Figure 11-19 to determine ES, LS, EF, and LF for all the activities (activity numbers indicate duration in days). Apply the buffer concept to the critical path. For network (a) use a 3-week time buffer for the critical path, a 1-week time buffer for every path that connects to
What are some difficulties encountered when attempting project control?
What aspects of project control fall under contract administration?
What should a change control system guarantee? Describe procedures that minimize unnecessary changes.
Discuss reasons why the project manager frequently resists project changes.
Explain what is meant by a forecast “ to complete ” (ETC) and how this forecast is related to the “ at completion ” forecast (EAC).
Explain TPM, its purpose, and how it is conducted.
What does it signify if cost or schedule index figures are less than 1.00?
Explain PV, AC, and EV, and how they are used to determine the variances AV, SV, CV, and TV. Explain the meaning of these variances.
What are the principal causes of project schedule overruns? Discuss at least four practices that may be used to reduce schedule variability and keep projects on schedule.
Discuss quality control as applied to projects.
Why is scope change control an important part of the project control process?
Discuss different ways of measuring ongoing work progress.
Describe the process of collecting data about the cost, schedule, and work accomplished.
Describe the typical pattern of work authorization. What is usually included on a work order?
If a cost or schedule variance is noticed at the project level, how is it traced to the source of the variance?
How are overhead expenses allocated in work packages?
Explain the differences between internal and external project controls.
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